Strategic Analysis of Tudor Boats

This assignment tasks students with analyzing the strategic position of Tudor Boats using a PESTLE framework. Students will identify key environmental, political/legal, social, technological, economic, and legal factors impacting the company. They will then analyze the company's internal strengths and weaknesses to determine its competitive advantage. Finally, students will discuss the two biggest threats and opportunities facing the organization and provide strategic recommendations for navigating these challenges.

Strategic Planning Worksheet #1
Environmental Analysis
What are the major issues and trends affecting the future?
We start our strategic and business planning by analysing the macro-environment.
The external general environment includes all those factors outside the organisation
that impacts its strategy and strategic goals.
Complete the table below by outlining the key external environmental elements.
Refer to Week 2 learning resources for more information on the composition and use
of the macro-environment model.
Element
Description of the
trend, issue or
change
The
impact
will be:
Low,
medium
or high?
Positive
or
negative
?
Evidence to support this analysis
Social
(any new
trends, issues
or attitudes
forming? what
is becoming
more
acceptable to
stakeholders,
what is
becoming less
acceptable)
 Change in
attitude of
population
towards
traditional boat
business
In the marine
business
nowadays people
are shifting from
traditional boat
products to
technical
recreated models
 Growth in other
substitutes of
marine industry
Other substitutes
such as
motorbikes,
yachts etc. are
highly prevailing
in the market
Negative
Negative
 Despite
of
having
speciali
zed
cruisers
for the
custom
ers,
they are
shifting
for
tradition
al
product
s to
more
moderni
zed
product
s.
 Due to
introduc
tion of
substitut
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Element
Description of the
trend, issue or
change
The
impact
will be:
Low,
medium
or high?
Positive
or
negative
?
Evidence to support this analysis
es
portfolio
has
Tudor
has
decreas
ed
(
Rajenda
r Singh,
2010).
Technology
(any major or
minor
changes to
equipment or
processes?
What
improvements
or innovations
have
competitors
adopted?)
 Advancement
in technical
tools of boat
manufacturing
products.
Introduction in
efficient
technology in
the market has
reduced the
sale of Tudor
boats
 Furious drift in
technology
Due to violent
change in
technology
made it difficult
for the company
to adapt
changes easily
Negative
Negative
It became difficult for Tudor drastically
adapt the modern technology.
Due to furious drift the company lacked
in competition (Luković, & Božić, 2011).
Economic
(Which
indicators
maybe
moving
 Shrink in
market size of
the product
Customers
changed their
Negative The customer base decreased as their
preference changed.
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Element
Description of the
trend, issue or
change
The
impact
will be:
Low,
medium
or high?
Positive
or
negative
?
Evidence to support this analysis
exchange
rates,
disposable
income,
interest rates,
GDP or
another?
preferences due
to which
demand
declined.
 Entrance of
wealthy
customers in
the market
Due to cruiser
being premium
product, the
customers with
high budget
started entering
in the market.
 High
depreciation
on second
hand selling.
Tudor product
being sold in the
second hand
market has low
returns.
Positive
Negativ
e
Customers with high income in hand
stared entering in the market due to their
interest in traditional boats.
The company liquidated as the second
hand prices of the boat are real low
(Agnihotri, 2013).
Environment
al
(any green
and clean
environmental
issues or
regulations)
 Growing
industry’s
approach
towards
environmental
friendly
manufacturing
products.
The industry
has started
shifting towards
the products
having
environmental
Moderate The company started using raw material
which is eco-friendly but incurred huge
cost.
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Element
Description of the
trend, issue or
change
The
impact
will be:
Low,
medium
or high?
Positive
or
negative
?
Evidence to support this analysis
friendly
specifications.
Political/legal
(Specific
legislation or
political
issues)
 Increase in
licensing of
products.
The government
has increased
the licensing
rules in the
marine industry.
 Decrease in
restrictions on
traditional boat
products.
The government
has reduced
restrictions
imposed on the
company.
Negative
Positive
The government increased the penalties
and licensing on boat raw material and
other products.
The government provided subsidies to
the company (Kroeker, et.al., 2010).
Question for discussion and reflection: What are the two biggest threats
and opportunities facing the organisation?
Threat
 Fast change in technology: due to furious changing technology it became difficult for
Tudor to cope up with the changes present in the market. Thus, due to this reason the
company can lose its position from the target market.
 Introduction of cheaper substitutes: in the entrance of cheaper substitutes present in
the market like yacht etc., the consumption of premium products of Tudor decreased.
Opportunities
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 Growth in overseas market: the fact is known that Australia has numerous trading
partners in the overseas market. Thus Tudor has the opportunity to grow in the target
market as, it has already gained the market capitalization and further the market is
already in need for a marine transportation company.
 Targeting wealthier segment of the market: as the case study states that the product
has become a choice for the wealthier customers of the market. Thus, it can work as
an opportunity for the company to increase their sales if they will target the richer
segment of the market.
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References
Agnihotri, A. (2013). Turnaround of Harley Davidson–cult brand or strategic fit
approach?. Journal of Strategic Marketing, 21(3), 292-301.
Kroeker, K. J., Kordas, R. L., Crim, R. N., & Singh, G. G. (2010). Meta‐analysis
reveals negative yet variable effects of ocean acidification on marine
organisms. Ecology letters, 13(11), 1419-1434.
Luković, T., & Božić, K. (2011). 2.0 Seasonality: A factor of crisis or development in
cruise tourism?. Cruise sector challenges, 25.
Rajendar Singh, T. (2010). Monsanto: from a strategic perspective. Business Strategy
Series, 11(2), 90-99.
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